The expectations and scope of financial advice have evolved considerably over the past 10 years. Meanwhile, growing wealth and slow growth in the number of financial advisors in the industry represent increasing opportunities for existing and new financial advisors to grow their practices. As a result, what advisors are looking for from their asset management partners continues to change.
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Previously, we have discussed how outsourcing can help organizations respond to unexpected events, and how it can help banks stay compliant and keep accounts updated. Now we’ll discuss how outsourcing a project can help insurance firms support customers’ needs and focus internal resources on core tasks. Often, when insurance firms begin a strategic initiative such as digitization or system upgrades, it can trigger a high volume of repetitive or manual processes. Outsourcing the response to that volume spike is a good way to give the initial project the attention it needs without disrupting the customer experience.
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We previously published a "Real Asset Services – Opportunity Zones" whitepaper discussing the tax incentives available through investments in Opportunity Zones from the 2017 Tax Cut and Jobs Act. Since then, the IRS has issued several updates, and in 2020, COVID-19 caused many issues and was extremely problematic within the Qualified Opportunity Zone space.
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Put any letter before “BOR,” and you land on the latest revolutionary functionality that every asset manager needs… or so it can seem.
While you might take issue with our industry’s love of acronyms, the rise of the Accounting Book of Record (ABOR) and Investment Book of Record (IBOR)—and now the Client Book of Record (CBOR)—is not a marketing fad. Instead, they reflect the potential value of data in a digital world and show an industry that is finding ways to realize that value.
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Like most industries, strategies to keep customers from leaving take a back seat to driving new sales. But reducing redemptions can be more cost-effective and profitable than finding new clients. In fact, one asset manager that we work with has found that, among similarly priced products, one with a 21% higher retention rate translates to 33% higher revenue.
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The Centers for Medicaid and Medicare Services (CMS) plays an important role in facilitating access to COVID-19 vaccinations for Medicare recipients, protecting America’s senior citizens from COVID-19.
Medicare Part D plans have an obligation to perform health care operations such as case management, care coordination or population-based activities to improve the health of their Medicare enrollees. For Part D plans to manage COVID-19 vaccine access and completion, those plans need to know when their enrolled Medicare members are receiving vaccinations.
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As discussed in our recent whitepaper, Cost Effectively Growing Assets, identifying and prioritizing the national accounts partners and financial advisors to focus on is a critical first step for firms in the quest to grow assets in a more effective and efficient way.
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Wealth managers use a unified managed account (UMA) structure to manage multiple investment sleeves within a single account master. Each sleeve is managed independently from one another, so within a single master, an investor can hold separately managed account (SMA) mandates, advisor-managed funds, Fund of Funds, ETF baskets, sub-advised mandates, self-managed assets and more. From the investor’s perspective, a UMA provides them with a holistic view of their investment portfolio across multiple investment mandates or investment types. For wealth managers, UMA enables them to map all of the investor sleeves to a single custodian account, saving operational cost and maintenance time, while positioning them to address several notable challenges.
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